PREPARING THE HUMANITARIAN SUPPLY CHAIN

CONCEPT NOTE

More information:

Martin Keitsch

Stephen Cahill

Global Logistics Cluster Preparedness Focal Point

Global Logistics Cluster Coordinator

martin.keitsch@wfp.org

stephen.cahill@wfp.org

PREPAREDNESS CONCEPT NOTE

INTRODUCTION Preparedness forms a key pillar of the Logistics Cluster’s overarching strategy and aims to create a

common approach to supply chain preparedness centred on localisation and capacity building, to

ensure initiatives are driven by responders on the ground. This includes the national disaster

management response body, as well as the broader humanitarian community: customs, line ministries,

port/airport authorities, Red Cross/Crescent, NGOs (national and international), the private sector and

UN agencies. Studies show supply chain can account for up to 80 per cent of humanitarian response

costs1, hence, an efficient and robust supply chain structure is fundamental to every operation.

Logistics Cluster preparedness activities are currently focused on ten disaster-prone priority countries2,

chosen by Logistics Cluster partners and based upon risk indices, national-level logistics performance

and capacity indicators. So far, Indonesia, Bangladesh, Haiti, Madagascar, Nigeria and South Sudan have

been initiated, with the aim to expand to 24 countries by 2021.

WHY PREPAREDNESS? Investing in preparedness saves time, lives and money during emergency response and reduces the

need for international mobilisation. However, it is not a singular action, event or activity. To be

integrated effectively into emergency response cycles, preparedness requires time, commitment and

ongoing, long-term and meaningful collaboration across global, regional and national actors.

As part of its strategy and mandate given by the Inter-Agency Standing Committee (IASC), the Logistics

Cluster seeks to utilise its wide network of partners, its experience in complex operations, and expertise

in coordination and information management, to strengthen national supply chain resilience, and

promote a common methodology towards logistics preparedness globally. Moreover, where WFP and

partner organisations have a presence in-country, the Logistics Cluster will also leverage on these

existing relationships, knowledge and experience to ensure activity alignment with WFP strategy and

IASC mandate, and the long-term sustainability of preparedness actions at national level.

LOCALLY-LED, DRIVEN AND IMPLEMENTED Localisation is fundamental to ensure preparedness activities maintain a lasting impact on policy and

standard operating procedures. Through pursuing collaborative multi-stakeholder and multi-sectoral

actions, the primary aim of Logistics Cluster preparedness is to stimulate locally-driven solutions that

develop long-term change leading to more robust, agile and efficient national supply chain structures.

The project’s Programmatic Framework has been designed to ensure each country’s unique context is

taken into consideration. The framework aims to strengthen collaboration among actors, leading to a

coordinated approach towards national policy and procedural development; enhance supply chain

infrastructure through advocacy efforts on rehabilitation and prepositioning; and, expand access to

logistics data.

1 Supply Chain Expenditure and Preparendess Investment Opportunities in the Humanitarian Context 2 Bangladesh, Indonesia, Madagascar, Haiti, South Sudan & Nigeria

PREPAREDNESS CONCEPT NOTE

With the support of a dedicated Preparedness Officer, each activity is concentrated on building a

collaborative response environment, working together with partners to bring together organisational

objectives and identify country-specific gaps. This collaboration aims to lead to a tailored, nationally-

endorsed, government-led action plan, outlining tangible outcomes, roles and project timelines.

THE PREPAREDNESS PLATFORM A core feature of the project is the development of the digital data tool, the Preparedness Platform.

The innovative system is designed to integrate and analyse hundreds of data sources within one

location, harnessing this potential to become a global game-changer for humanitarian logistics.

Leveraging on the Logistics Cluster’s expertise in information management, and with the aim to fully

embed the system within national disaster management structures, the platform would assist in

overcoming a key constraint in the humanitarian response cycle - providing a common information

gateway for validated and integrated real-time data at global, national and community level.

PROJECT STRUCTURE

PROGRAMMATIC FRAMEWORK The following table represents the Logistics Cluster Preparedness Programmatic Framework for

country implementation. These categories have been defined through extensive stakeholder

consultation to align with activities undertaken by government, WFP and partner organisations. Each

category is also aligned with the Logistics Cluster strategy and wider IASC approach to Emergency

Preparedness and Response (EPR). Overall, the framework is fundamental in ensuring the application

of a common methodology towards logistics preparedness in each country.

MAPPING Map stakeholders, suppliers, storage,

infrastructure, processes, roles, response structure etc.

ASSESMENT & ANALYSIS

Assess and analyse risk, impact, process, capacity: creation of a gap

analysis towards an action plan.

ACTIVITY PLANNING Review EPR plan, Minimum &

Advanced Preparedness Actions (MPA) and contingency planning.

COORDINATION Solidify working group coordination

mechanisms and promote networking.

IM & PREPAREDNESS PLATFORM Strengthen IM processes in-country

and upstream to global level. Roll-out of the preparedness platform.

CAPACITY STRENGTHENING

Conduct trainings, workshops; advocacy, infrastructure

rehabilitation, policy development & SOP

PREPAREDNESS CONCEPT NOTE

, etc real activities

PROJECT SEQUENCE

The following represents the sequential phases for in-country preparedness activities. Milestones

have been defined as an average minimum goal, but are subject to country-specific adaptation:

LINKAGES

CREATING STREAMLINED LINKS ACROSS THE HUMANITARIAN LOGISTICS COMMUNITY

FOR STRENGTHENED PREPAREDNESS, RESPONSE AND RECOVERY CYCLES.

Preparedness Officer

deployed; national officer

recruitment started

PHASE 0

MAPPING

ASSESMENT &

ANALYSIS

ACTIVITY

PLANNING

COORDINATION

IM & PREPAREDNESS

PLATFORM

CAPACITY

STRENGTHENING

Phase out of

international officer

(if deployed)

---

handover to national

officer

LOGISTICS CLUSTER

Alignment, support & collaboration on

existing activities, capacity mapping and

contingency planning.

GOVERNMENT, NGOs, UN

AGENCIES, PRIVATE SECTOR, RED

CROSS/CRESCENT MOVEMENT

WORLD FOOD

PROGRAMME

Alignment with WFP Country Strategic

Plan and existing initiatives;

harmonisation of KPIs.

Alignment with Global Logistics Cluster

Strategy and IASC approach to EPR; establish

common preparedness methodology.